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IT Portfolio management step by step - Maizlish B

Maizlish B, Handler R. IT Portfolio management step by step - John Wiley & Sons, 2005. - 401 p.
ISBN.: 978-0-471-64984-8
Download (direct link): itportfoliomanagement2005.pdf
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predominant model found in companies today. * Communicate the business responsibility for IT investments
* Assure risk policies are not too burdensome and too risk adverse
3. Integrated Challenge 7: In excessive fervor, IT is viewed and applied with abandon as the magic bullet
The IT group is dispersed into the business, and Suggested remedies
business managers are comfortable leveraging * Assure the right people are in the right positions, and allow experience and good business judgment to develop with practice
and managing information technology. IT de * Provide seasoned IT advisory support with a track record of rational and realistic assessments of technology
mand strategies are included in business strate * Put in place control and budgetary safeguards
gies, and there is a bidirectional and Challenge 8: Focused on functionality, business managers ignore issues of IT architecture, maintenance, performance, scalability, and reliability
complementary relationship between business Suggested remedies
and IT supply strategies. A substantial number * Educate business managers about all technology related costs of IT investments (Total Cost of Ownership, etc.)
of business and IT leaders and managers are * Establish proactive IT advisory support
comfortable in both the IT and business realms. Challenge 9: Under pressure to deliver short-term results in their area of responsibility, business managers underinvest in long-term or organization-wide initiatives
Even though the adjacent model may seem suf Suggested remedies
ficient today for some businesses, to remain * Some IT investments will have to be sponsored, justified, funded, and managed independently of, but with participation from, individual business areas
competitive, companies will have to progress to * Look for cross-correlations to jointly build and leverage buy-in that creates greater value
the integrated model.
Published with permission from Cutter Consortium, 2001 Cutter Consortium. All Rights Reserved.
IT governance provides the structure for making current and future decisions, and it employs many of the same governance principles found within other functional areas of a corporation, such as finance and human resources. Leveraging the excellent work from Peter Weill, director of the Center for Information Systems Research at MIT, an IT governance framework includes:
Determination of specific areas requiring decision rights and input (e.g., architecture, infrastructure, applications, project management, IT investment and prioritization)
Structure and interrelationships (mechanisms) of groups making decisions (e.g., boards, committees, review boards, written policies, councils, project management office)
Desired policies, principles, and behaviors of the company (e.g., growth, profitability, costs savings)
Composition of the members, decision-making guidance, and authority within these groups (e.g., consensus, majority, dictatorship, anarchy)
Reliability, quality, source, dependencies, and variables associated with the information used to make decisions
Criteria used for objective decision making (e.g., risk thresholds, financial return, architectural fit, and costs), business value, effective total cost of ownership, and IT asset life cycle considerations
Regularly scheduled and out-of-cycle meetings regarding potential IT investments as well as status of existing investments
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